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TABLE OF CONTENTS
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Human Resource Practices In Hotel Industry
One of the fastest growing sectors of the economy of our time is the hotel
industry. The hotel industry alone is a multi-billion dollar and growing
enterprise. It is exciting, never boring and offer unlimited opportunities. The
hotel industry is diverse enough for people to work in different areas of interest
and still be employed within the hotel industry. This trend is not just in India, but
also globally.
Modern hotels provide refined services to their guests. The customers or
guests are always right. This principle necessitated application of management
principles in the hotel industry and the hotel professionals realized the
instrumentality of marketing principles in managing the hotel industry.
The concept of total quality management is found getting an important
place in the marketing management of hotels. The emerging positive trend in the
tourism industry indicates that hotel industry is like a reservoir from where the
foreign exchange flows. This naturally draws our attention on HOTEL
MANAGEMENT. Like other industries, the hotel industry also needs to explore
avenues for innovation, so that a fair blending of core and peripheral services is
made possible. It is not to be forgotten that the leading hotel companies of the
world have been intensifying research to enrich their peripheral services with the
motto of adding additional attractions to their service mix. It is against this
background that we find the service mix more flexible in nature.
The recruitment and training programmes are required to be developed in
the face of technological sophistication. The leading hotel companies have been
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Classifications of hotels
On the basis of standards:
Like most of the countries in world, India also has hotels divided in
different categories depending on their location, facilities, infrastructure and
amenities provided. All the star hotels in India are government approved with
continuous control on the quality of services offered.
Five Star Hotels: - The most luxurious and conveniently located
hotels in India are grouped under Five Star Deluxe Hotel categories. Five
Star Deluxe in India are globally competitive in the quality of service
provided, facilities offered and accommodation option. These are top of
the line hotels located mostly in big cities. These hotels provide all the
modern facilities for accommodation and recreation matching
international standards in hospitality. In such type of hotel HR department
are established separately and to execute and to follow the concept of HR
strictly, HR professional are hired.
Four Star Hotels: - A rung below five star hotels are Four Star
Hotels, these hotels provide all the modern amenities to the travelers with
a limited budget. Quality of services is almost as high as the five stars and
above categories. These kinds of hotels are there for the travelers with
limited budget or for the places which might not get the tourist traffic
associated with larger cities. In such type of hotel concept of HR is more
or less followed.
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Commercial Hotels
The commercial hotels are meant for the people who visit a place of trade
and commerce or business purposes and therefore these hotels are found
located at the commercial or industrial centers. They focus their attention
on individual travelers and are generally run by owners.
Floating Hotels
The floating hotels are located on the water surface. The places are sea,
river, and lake. These hotels provide with all the facilities and services
made available in a good hotel. In the leading tourist generating countries
of the world we find the practice of using old luxury ships as floating
hotels.
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equipment may use it only for hotel linens and uniforms and send guest
clothing to an outside service where it can be handled with specialized
equipment.
• Food Production Department:-
Food production deals with the preparations of food items. It basically
engaged in preparing those dish, which are ordered by the guest and
afterwards is catered by the F&B department. Cuisine like Indian,
Continental, Thai, Italian, Konkani (Coastal Sea Food), South Indian,
Chinese, Mexican, etc. Different Chefs are appointed for the specialty
cuisine.
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has an important role in satisfying the guest- demand and helping to maintain
the profit level of the hotel. The cleaning, up-keep, repair, replacement,
installation and maintenance of property and its furnishing, machinery and
equipment are the joint responsibilities of Engineering/Maintenance and the
Housekeeping Department.
• Finance, Accounting and Control Department:-
A hotel’s accounting department is responsible for keeping track of the many
business transactions that occur in the hotel. The accounting department does
more than simply keep the books-financial management is perhaps a more
appropriate description of what the accounting department does. Whereas the
control department is concern with cost control guidelines by way of reducing
in investment, reduction in operating cost, control of food service costs,
control of beverage costs, labour cost control, etc.
• Safety and Security Department:-
The security of guests, employees, personal property and the hotel itself is an
overriding concern for today’s hoteliers. In the past, most security
precautions concentrated on the prevention of theft from guests and the hotel.
However, today such violent crimes as murder and rape have become a
problem for some hotels. Unfortunately, crime rates in most major’s cities are
rising. Hence today security department also concentrate on these additional
criminal activities too.
• Administration Department:-
Top organizational members usually supervise the Administration
Department in a hotel. This department is responsible for all the work
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In hotel industry the job of HR manager can be compare with the job of
conductor, whose job is to instruct and direct all of the various musicians so that
they can perform well together. But before a conductor can direct a beautiful
performance, all of the individual musicians must be able to play their
instruments well. What kind of performance could one can expect if the
violinists did not know how to play their instruments or the flutists could not
read music?
So it is in the hospitality industry, before a manager can direct and shape
employee’s individual contributions into an efficient whole, he or she must first
turn employees into competent workers who know how to do their jobs.
Employees are the musicians of the orchestra that the members of the audience-
the-guests-have come to watch performance. If employees are not skilled at their
jobs, then the performance they give will get bad reviews. Just as an orchestra
can have a fine musical score from a great composer and still perform poorly
because of incompetent musicians, so a hotel can have a finest standard recipes,
service procedures and quality standards and still have dissatisfied guests
because of poor employee performance.
That is why properly managing human resources is so important. No other
industry provides so much contact between employees and customers and so
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General Manager
Personnel Director
Personnel Manager
Personnel Officer
Personnel Training
Department Department
Operative Training
Supervisory Training
Management Training
Maintaining Recruitment Training Welfare Training Instruction
Payroll Training Aids &
Equipments
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Personnel Policies of HR
The personnel function in a hotel includes many activities such as:
≈ Consideration of leadership style
≈ Relationship
≈ Responsibilities
≈ Philosophy
≈ Social orientation
≈ Organizational structure
In most of the hotels the personnel policies are put in writing. These policies are
distributed to key and responsible executive to provide guidance and ensure
consistent application. Periodically the HRD review these policies.
For Example: In Ramada international the following policies are put on the
notice board as well as each employee bear a tag starting “I am” which generate
a sense of motivation as well as sense of personal feeling towards the
organization.
Fig: Policies of Ramada International
I am proud
I am Excited
I am Empowered
I am Ramada International
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≈ Vending Machine
≈ Employee’s Lounge
≈ Lockers
≈ Counseling
≈ Suggestion Scheme
Wages and Salary Administration
≈ Salary structure
≈ Performance standards and Job evaluation
≈ Salary survey
Benefits
≈ Group Insurance
≈ Sick-pay plan
≈ Hospitalization
≈ Major medical coverage
≈ Key man Insurance
≈ Pension plan/scheme
Labour/Industrial relations
≈ Presentation Elections
≈ Collective Bargaining
≈ Grievance Procedures
Administration
≈ Personnel records
≈ Security
≈ Holidays and Vacations
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driving force behind organizational success, for it is this feedback that fuels
any efforts at self-improvement, both internally and in the marketplace.
Human Resource Planning (HRP) is the first aspect of human resource process.
It is very commonly understood as the process of forecasting an organization’s
future demand for, and of, the right type of people in the right number. It is only
after this that HRM department can initiate a recruitment and selection process.
HRP is the sub-system in the total organizational planning.
HRP is important for:
≈ The future personnel needs
The list is infact never ending. HRP actually has become an inevitable part of
HRM process.
HRP is influenced by several considerations. The more important of them
are:
Type and strategy of the organization
Organizational growth cycles and planning
Environmental uncertainties
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Organizational
Objectives & Policies
HR Programming
HRP Implementation
Control and
Evaluation of Program
Surplus Shortage
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HR Plan Implementation
Implementation requires converting an HR plan into action. A series of action
programmes are initiated as a part of HR plan implementation. Some such
programmes are recruitment, selection and placement; training and
development; retraining and redeployment; the retention plan; the redundancy
plan; and the succession plan.
Control and Evaluation
Control and evaluation represents the fifth and the final phase in the HRP
process. The HR plan should include budgets, targets and standards. It should
also clarify responsibilities for implementation and control, and establish
reporting procedures which will enable achievements to be monitored against
the plan. These may simply report on the numbers employed against
establishment and on the numbers recruited against the recruitment targets.
But they should also report employment costs against the budget, and trends
in wastage and employment ratios.
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JOB ANALYSIS
In order to achieve effective HRP, the duties involved and the skills
required for performing all the jobs in an organization have to be taken care of.
This knowledge is gained through job analysis. In simple words, job analysis
may be understood as a process of collecting information about the job.
Specifically, job analysis involves the following steps:
Collecting and recording job information.
Checking the job information for accuracy.
Writing job description based on the information.
Using the information to determine the skills, abilities and knowledge that
are required on the job.
Updating the information from time to time.
Strategic Choices
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Strategic Choices
Gather Information
Uses of Job Description and Job
Specification
Process Information Personnel Planning
Performance Appraisal
Hiring
Training & Development
Job Description Job Evaluation &
Compensation
Health & Safety
Employee Discipline
Job Specification
Work Scheduling
Career Planning
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Information Gathering
This step involves decision on three issues, viz;
≈ What type of data is to be collected?
For Example: In most of the hotels that I visited, the sources for collecting
information are by Observation, Interviews and Questionnaire.
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Information Processing
Once the job information has been collected, it needs to be processed, so that it
would be useful in various personnel functions. Specifically, job-related data
would be useful to prepare job description and job specification. (see fig).
Job Analysis
A Process of Obtaining all Pertinent Job Facts
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The human resource department plays a major role in helping plan the
system and in developing job description, job specification and performance
standards. Specialists in that department may be assigned to conduct job analysis
and write job descriptions in cooperation with managers, supervisors and
employees. The human resource department is not involved in the actual writing
of performance standards but play a diagnostic, training and monitoring role.
JOB DESIGN
Job design is a process of determining the specific tasks and responsibilities to
be carried out by each member of the organization. In simple words, the logical
sequence to job analysis is job design. Job analysis provides job-related data as
well as the skills and knowledge expected of the incumbent to discharge the job.
Job analysis, then, involves conscious efforts to organize tasks, duties and
responsibilities into a unit of work to achieve certain objectives.
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Feedback
Organizational Factors
Characteristics of task
Work flow
Ergonomics
Work practices
Environmental Factors
Employees abilities and Job Productive &
availability Design satisfying job
Social and cultural
expectations
Behavioural Factors
Feedback
Autonomy
Use of abilities
Variety
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Work
Job
Simplificatio
Rotation
n
High Job
Job
Performance Enlargemen
Design
Work Design t
Autonomous
Job
Teams
Enrichment
A given job is broken down into small sub-parts and each part is assigned to
one individual.
≈ Job Rotation: Job rotation implies movement of employees from job to
job. Jobs remain unchanged, but incumbents shift. With job rotation, a given
employee performs different jobs, but more or less, jobs of the same nature.
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intact group of employees who are responsible for a whole work process or
segment that delivers a products or service o an internal or external customer.
≈ High-Performance Work Design: It is a means of improving
performance in an environment where positive and demanding goals are set.
RECRUITMENT
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Managerial Roles
Responsibility for the overall recruitment process is assigned to human
resources managers. They are responsible for designing and implementing a
recruitment program that will meet the hotel industry’s personnel needs while
complying with all legal requirements. This responsibility includes finding
sources of applicants; writing and placing advertisements; contacting schools;
agencies and labour unions; establishing procedures to guarantee equal
employment opportunity; and administering the funds the firm has budgeted for
recruitment.
For Example: In most of the hotels that I visited the recruitment is done by
Advertisement, Recruitment Agencies, on net (Naukri.com). And only in some
hotels it is done by the way of College Campus, Placement Service.
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External Forces
Internal Forces
Supply &
Recruitment
Demand
Policy
Unemployment
HRP
rate Recruitment
Size of the firm
Labour Market
Cost
Political-social
Growth &
Sons of soil
Expansion
Image
Types of Recruitment
In hotel industry, the types of recruitment are:
Internal Recruitment
Internal recruitment seeks applicants for positions from those who are
currently employed. Internal sources include present employees, employee’s
referrals, former employees, and former applicants.
External Recruitment
Finding qualified applicants from outside the organization is the most
difficult part of recruitment. The success of an expanding hotel industry or
one with many positions demanding specialized skills often depends on the
effectiveness of the organizations recruitment program. Specifically, sources
external to an organization are professional or trade associations,
advertisements, employment exchanges, college/university/institute
placement services, consultants, displaced persons, radio and television,
acquisitions and mergers and competitors.
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Recruitment Process
HR practices its function in each and every stages of recruitment. The process
comprises five interrelated stages, viz. (i) Planning, (ii) Strategy development,
(iii) Searching, (iv) Screening, and (v) Evaluation and control.
The function of HR is to make the selection procedure an ideal one. The ideal
recruitment programmed is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions
with the organization, when offered.
Screening Potentia
l Hires
Job Recruitment Searching
Vacancies Planning Activation
-Numbers “Selling”
-Types -Message Applican To
-Media t Pool Selection
Strategy
Development Applicant
-Where Evaluation
Populatio
-How & Control
n
-When
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SELECTION
Selection Process
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. Fig. shows the
generalized selection process. In practice, the process differs among
organizations and between two different jobs within the same organization.
Selection procedure for senior managers will be long-drawn and rigorous, but it
is simple and short while hiring shop-floor workers.
For Example: In most of the hotels that I visited the selection procedure is
different for people in different department as well as for different post. In
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Orchid Hotel, the different types of test taken are knowledge test, trade test,
interviews and managerial grid for executives.
External Environment
Internal Environment
R R R
A A A
Job Offer
RA: Rejected Applicants
Employment Contract
Evaluation
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Pre-placement
Presentation
Group Discussion
Extemporization
Written Aptitude
Test
Preliminary
Interview
Psychometric
Test for short
listed candidates
Final Interview
with senior
management
Letter of Offer
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Pre-placement
Presentation
Group Discussion
Preliminary
Interview
Final Interview
with senior
management
Letter of Offer
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Pre-placement
Presentation
Written Technical
Test
Group Discussion
Personal
Interview
Food Trial
Letter of Offer
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Orientation
Orientation is called as induction. It is the planned process of introducing new
employees to their jobs, their co-workers and the organization. The main purpose
of induction is to relieve the new employee from possible anxiety and make him
or her feel at home on the job.
These orientation programmes are carried out formally as well as
individually/collectively in the hotels. These programmes are carried from 1
weak – 2 weak.
For Example: In most of the hotels that I visited the time spared on orientation
programme is one week. In Orchid Hotel, the problem faced during orientation
programme is of adjusting schedules.
The topics, which are covered in the induction programmes are given in the
following table:
Organizational Issues
• History of employer • Product line or services
provided
• Organization of employer • Overview of production
process
• Names & titles of key • Company policies & rules
executives
• Employee’s title & • Disciplinary regulations
department
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Placement
After orientation comes placement. Placement refers to the assignment of a new
employee to his or her job. The jobs of HR are simple where the job is
independent, but where the jobs are sequential or pooled, HR specialists use
assessment classification model for placing newly hired employees. For example
the job of placing a waiter to its position is quite simpler as compared with that
of the placing the employee at managerial level. The job of placing a waiter to its
position is called an independent job but the job of placing employee at
managerial level can be considered as sequential or pooled job.
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and, as such, is probably the most used and most abused approach to training.
Like other form of training, OJT requires planning, structure and supervision
to be effective for developing a variety of practical and customer-oriented
capabilities. When done correctly, OJT is a sensible and cost effective
method for training and assessing trainees’ progress in jobs such as retail
sales, food and beverage operatives, and check-in and check-out positions.
Some of the On-the-job methods of training are orientation training, job-
instruction training, apprentice training, internships and assistantships, job
rotation etc.
For example, at Domino’s Pizza, approximately 85% of employee training is
OJT, delivered by store managers using extensively by Ramada Inns, Inc.,
which has developed an OJT training aid. It also provides trainees with a list
of sequential steps that should be followed to perform the task correctly, as
well as the list of tools, materials, and equipment needed to do the task.
Finally, the training aid provides an evaluation form for providing feedback
to the trainees.
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At Taj the employees are there assests. They believe that every employee has the
potential to make a successful, long-term career within the company, upholding
the true values that have been the foundation for the phenomenal growth of the
Taj Group. He or she is the very reason for there survival.
Taj Management Training Programme (Operations/Food
Production/Housekeeping):
This intensive management training programme prepares young people as
thorough professionals with the Taj Group of hotels.
Taj Hospitality Training Programme
The Taj hospitality training (THT) program has been designed to train the
trainees to the level of “Supervisor” in any of their operational departments.
“Learning comes by doing”, based on this principle the on-the-job training is
build in as very important component of entire program. Recruitment for this
programme commences in all key hotels schools and graduate colleges in the
country in the months of October/November.
The THT program follows a systematic process including induction, theory
classes, on-the-job training, evaluation, appraisals and assessments.
Taj Management Training Programme
Each year, the Taj Group fortifies its operations functions with raw talent from
the best hotel and graduate schools in the country. The group offers the Taj
Management Training Programme (TMTP) management-training program
comparable to an MBA in hospitality that moulds young budding hotel
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professionals into future business managers. A typical career path could include
joining as a Taj Management Trainee and attaining the position of a general
manager of a hotel by lateral movements through various functions such as
Human Resource, Sales, Food & Beverage and Front Office.
An 18-month intensive management training programme that prepares for profit
centre management in the Taj Group.
• First 12 months, the Management trainee focuses on practical (On-the-
Job training) and theoretical exposure to the fundamentals in hoteliering.
• Next 6 months, the management trainee receives inputs that combine
elements of management including Management Development, Architectural
Appreciation, Human Resources, Materials Management and
Accommodation.
6 months training as a Shadow Manager/Shadow Chef (mentorship by a senior
manager/mentoring chef).
The program provides educational exposure and development commensurate
with an MBA in hospitality. The management trainees are also expected to
complete live projects during their training period.
Food Production
The Taj Management Training Programme – Food Production is the premier
hospitality management-training programme for culinary education in the
country. The TMTP-Food Production Programme focuses on culinary skills and
the managerial ability to run kitchen operations. Recruitment for this programme
commences in all key hotel schools in the country in the months of
October/November.
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It includes:
• An 18-month intensive management-training programme, which
prepares trainee for Profit Centre Management in the Taj Group.
• 6 months training as a shadow manager/shadow chef (mentorship by a
senior manager/mentoring chef).
In order to sustain there position of strength in Food and Beverage, participants
undergo specialization in cuisines of the world. There is a special emphasis on
creating chefs with internationally acclaimed skills.
Housekeeping Executive Development Programme (HEDP)
HEDP is a one year intensive housekeeping training programme, which prepares
trainee for a career in housekeeping and accommodation in the Taj Group.
Recruitment for this programme commences in all key hotel schools in the
country in the months of October/November.
Duing the first 6 months of the programme, the management trainees undergo
technical training in classroom accompanied by on-the job exposure. Inputs
include interiors, finance, human resources, architectural design, fabric and
styling. The next 6 months include on-the-job training in a Taj hotel as an
understudy to a mentoring executive housekeeper.
This is an exclusive “Earn while you Learn” opportunity, offering attractive
stipends to programme participants.
• Stipend + benefits
• Subsidized accommodation during the training period.
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PERFORMANCE APPRAISAL
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Objectives of
Performance Appraisal
Establish Job
Expectations
Design an Appraisal
Programme
Appraise
Performance
Performance
Interview
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JOB EVALUATION
Job evaluation refers to the process of determining the relative worth of each job
for purpose of establishing satisfactory wage and salary differentials. Jobs are
evaluated on the basis of their content and are placed in the order of their
importance. In a job evaluation programme, the jobs are ranked and not the job
holders.
Job Evaluation
Analytical Non-Analytical
Though there are different types of methods available but the most common
method practiced in this industry is analytical method and in analytical method
point ranking methods is the most appropriate one.
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Objectives of
Job Evaluation
Job Analysis
Job Job
Description Specification
Job Evaluation
Programme
Wage Survey
Employee
Classification
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EMPLOYEE RELATIONS
As the name suggest it is all about maintaining relationship with the employee. It
includes all terms that are concerned with the employee like employee
remuneration, incentives payments, employee benefits and services, employee
welfare, safety and health issue, trade unions etc. Here it’s where the HR
manager communicates with employee about their problems, suggestion and so
on. All these steps are followed in order to retain best employee.
Employee Remuneration
In most of the hotels, the human resource department plays a crucial role in
determining the remuneration policy of employees. For this they take into
consideration all external as well as the internal factors. By this they have to deal
with external factors like labour market, going rate, cost of living, labour unions,
labour laws, society and the economy as well as internal factors like company’s
ability to pay, job evaluation and performance appraisal and the worker himself
or herself. In hotel industry both financial as well as non-financial methods of
remuneration are followed.
Incentives Payments
It is seen that HRD are highly involved in deciding the incentives programmes.
As this department is involved in deciding the remuneration programmme, they
are serving as the foundations for most incentive plans. The management of
these plans is collaborative. These incentives schemes are for direct workers who
work in batches, as well as for indirect workers.
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Employee Welfare
Labour welfare refers to taking care of the well being of workers by employers,
trade unions, and government and non-government agencies. Recognizing the
unique place of the worker in the society and doing good for him/her retaining
and motivating employees, minimizing social evils, and building up the local
reputation of the hotel are the arguments in favour of employee welfare. Hence
this area has generated one more area for practicing of HR roles.
Trade unions
Trade unions are voluntary organizations of employees or employers are formed
to promote and protect their interests through collective action. Contrary to
popular perception, unions are not meant only to organize strikes. Their presence
is felt in all HR activities of an organization. Unions have political affiliations.
But some hotels experience tremendous pressure from these trade unions
whereas in some hotels trade unions are present for name shake only. The
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unions, which are present in most of the hotel, are Bhartiya Kamgar Sena
(headed by Shiv-Sena).
360 DEGREE PERFORMANCE APPRAISAL
360 degree appraisals are a powerful developmental method and quite different
to traditional manager-subordinate appraisals. As such a 360 degree process does
not replace the traditional one-to-one process - it augments it, and can be used as
a stand-alone development method.
360 degree appraisals involve the appraisee receiving feedback from people
(named or anonymous) whose views are considered helpful and relevant.
360° Feedback is a proven method of helping individuals reviews their
performance through the eyes of their working colleagues.
The feedback is typically provided on a form showing job
skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value
judgement system. The appraisee should also assess themselves using the same
feedback instrument or form.
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executive will increasingly play a major role in advising the CEO and the top
management team about the human resources implications of broad
organizational strategy, both nationally and globally. Further, the human
resources department will be called upon more and more advice management
at all levels about the motivational, morale and legal implications of various
present and proposed practices and policies.
The Catalyst Facilitator Role:- The human resources directors have a
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Hyatt has an ambitious plan to find, train, and keep quality employees during the
next 10 years - Focus 2000. Recruitment, training, recognition, retention,
communications, volunteerism and community involvement are important
components of the plan. One priority of focus 2000 is keeping tabs of
management and line employees. The Hyatt Management Manpower Inventory
is a program to keep track of the locations, performance and wage scales of more
than 8000 management-level employees in the company. The information, which
is compiled on computer at each hotel and sent to corporate offices, includes the
employees’ levels of interest in promotion, geographic preferences and the
availability of other employees to fill their slots if they are promoted. One
another program provides more statistical indicators of a property’s success and
helps the corporate and regional staffs identify potential personnel problem
areas. The strongest component of the focus 2000 program is employee
communications. The chain has always had clear, meaningful two-way lines of
communication. Morgan, corporate director of employee relations, discusses
Hyatt’s commitment to employee communications. “We try to share with
employees as much information as possible about the company and how it’s
performing. Our approach is always to be honest and instill in them a sense of
ownership in the company. Then if the company or an individual hotel has a
problem, sales are down, for example, we can openly discuss the impact of the
situation and what we can do together to solve it.”
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CONCLUSION
From the whole project we have seen that in hotel industry the policies
and functioning of each hotel is little bit similar to other hotels. Good HR policy
would be the policy, which not only considers all HR functions with proper care,
but also considers all the other factors like culture of the hotel, types of
customers it receives, the nature of the business and also the place from where it
operates. And the hotels, considering all the above factors to achieve the
organizational goal while framing its HR functions is said to have been
following good policy. For example in Hotel Sea Princess, the employee care is
given first priority. In case if some of the relative of an employee dies or suffers
from some serious disease, the manager sends all the colleagues of that
employee to support him and thus manager makes himself aware of that
employee’s condition. This makes the employee feel that management cares for
him. This will definitely motivate him to work in the interest of organization.
There work environment is quite friendly and hence employees can discuss their
problems openly.
In small hotels, the HR functions are not that developed. It needs more
attention especially for the hotels aiming to expand their business. The hotels
should neglect the fact that the frustration level in this industry is highest of all
industries. The very first disappointment employee’s face that the industry is not
glamorous the way it was hyped in catering colleges. Their frustration level
keeps on rising when they go through the following circumstances. Employees
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do not have time for their personal life. They have to do overtime for many of
the reasons and for such extra time they are not even paid. For example if the
waiter A’s working hours are from 6 am to 2 pm and at 1.30 pm some guests
arrives on the A’s table then A cannot leave unless the guest leaves the table.
Thus A will be forced to do overtime till the time those guests are sitting on the
table. And for this extending period A is not even paid. Also in this industry
number of working days and number of working hours are higher than any other
industry and also employees are compelled to work on Sundays and Bank
Holidays when all the others have holidays. (Source Ramada Plaza) The most
frustrating part of this industry is the fact that besides going through all the
frustrations employees are not paid the amount they deserve. Salary paid to them
is really low when we compare it with their frustration level. Thus because of
these facts most of the employees leaves their job.
And now when our country is trying to develop tourism for the
development of our economy, it has become mandatory for us to provide hotel-
services up to international standards and this is possible only when our hotels
are in position to cope with this frustration level of employees. They need to be
given proper training and also the career opportunities for their future. And first
of all they should be aware of the facts of this industry before they join in, so that
after entering their frustration level would be low as they will be prepared for
everything. Thus, the responsibility of an HR manager is much higher in this
industry.
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CASE STUDY
(Source Ramada Plaza)
Labour Negotiation
This is a case about labour dispute. In this dispute there were around 45
employees involved, whose job where terminated some three years ago for the
certain reason. The case was something that all the workers wanted their job
back as well the compensation in amount equal to their wages for the period they
have not worked. The hotel was ready to hire these employees but not ready to
pay the compensation they were demanding. The case was going in the court but
the judgement was not seen in favour to either of the side. Both the hotel and
employee were running huge expenditure in such matter. Mr. Gangadhar
Ghadigaokar was newly appointed as HR manger in the hotel at that time and
was faced up with this case.
Solution
Mr. Gangadhar Ghadigaokar talk with this people and explained the overall
problem and their long-term consequences and on behalf of the hotel he
negotiated with them. This process went for a month and ultimately these people
were ready to accept the proposal led by Mr. Gangadhar Ghadigaokar. The
proposal was that the hotel will pay the compensation for the 45 months instead
of the 48 months in the form of Rs.1000-3000 instead of full wages as a
compensation amount depending upon there designation. Top management also
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accepted the proposal, infact they were happy about the proposal made by Mr.
Ghadigaokar and appraised him for h
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